BUSINESS INTELLIGENCE AND ITS ROLE IN ORGANIZATIONAL AGILITY

Business Intelligence (BI) is one of the business tools on which competitive advantages of various world-class companies are based. Also in the highly competitive and changing global environment, the ability of an organization to detect changes, make decisions and to do a fast implementation, is the difference between grow or disappear; this attribute in an organization is named Organizational Agility (AO). In this paper, through the systematic review of the literature, the state of art of both fields (BI and AO) is established and in particular studies examining the relationship between the two. The research about this relation is beginning, and therefore is a field with much to explore.About BI, its evolution is denoted on the concepts of maturity, technical and analytical technologies. Referring to organizational agility, the concept is reviewed as such and factors that promote, with special emphasis on the factors for the couple of concepts. The conclusion is that a positive relationship is two-way, the AO is favored with BI projects in BI mature companies, and agile enterprises obtain better results of BI.

Business intelligence and its role in organizational agility

Business Intelligence (BI) is one of the business tools on which competitive advantages of various world-class companies are based. Also in the highly competitive and changing global environment, the ability of an organization to detect changes, make decisions and to do a fast implementation, is the difference between grow or disappear; this attribute in an organization is named Organizational Agility (AO). In this paper, through the systematic review of the literature, the state of art of both fields (BI and AO) is established and in particular studies examining the relationship between the two. The research about this relation is beginning, and therefore is a field with much to explore.About BI, its evolution is denoted on the concepts of maturity, technical and analytical technologies. Referring to organizational agility, the concept is reviewed as such and factors that promote, with special emphasis on the factors for the couple of concepts. The conclusion is that a positive relationship is two-way, the AO is favored with BI projects in BI mature companies, and agile enterprises obtain better results of BI.

Software Architecture Practices in Agile Enterprises

This chapter is based on the results of a survey carried out in 11 IT companies in Finland in Fall 2010. In this survey, the existing practices regarding software architecting work in agile enterprises using Scrum are mapped out. Four main practices to cope with software architecture in Scrum are identified and analyzed. The adoption of these practices is discussed in relation with the characteristics of the teams and project types. Further, the interaction of these practices and Scrum patterns is analyzed. The results indicate that most of the found practices are in conflict with Scrum. The analyzed relationships between Scrum patterns and the identified architecture practices help to understand how software architecture work is aligned with Scrum in real life, as well as the problems of the practices from the Scrum point of view.